What is a Performance Concern?
1. Do I know what success looks like?
Define clear outcomes and behaviors. What needs to be achieved, and how should the work be done? Make sure you’ve also considered the tools, training, or support required.
2. Have I communicated expectations clearly?
Share expectations verbally and in writing, using examples to show what “good” looks like and why it matters.
3. Does the employee truly understand?
Check for understanding—ask them to explain the expectation back to you, show their approach, or practice in a low-stakes setting.
Clarifying Expectations Tool
Want help writing clear expectations? Use this tool to walk through each question and draft shareable expectations.
Identifying the Concern
Performance issues typically fall into two broad categories:
- The “What”: Work results, responsibilities, or goals
- The “How”: Behaviors, communication, and workplace engagement
Use the questions below to explore what’s going on and gather specific examples. These will help you have a fair, fact-based conversation later.
Look for Patterns
- Avoid reacting to one-off situations unless they’re serious or egregious.
- Document specific examples, dates, and outcomes in a management log. Stick to observable facts—not interpretations or assumptions.
- These notes will help guide a future conversation, not build a “case.”
Getting to a Deeper Understanding
If the concern is about *what* needs to be done (tasks, outcomes, or responsibilities)...
Ask yourself:
- What specific tasks, goals, or responsibilities are not being met?
- How do I know? (What evidence or examples do I have?)
- Is the issue new, or part of a longer pattern?
- What impact is it having on the team, the workflow, or the organization?
Also consider:
- Does the employee understand what’s expected of them?
- Do they have the right skills, tools, and support?
- How well do their career interests align with the role?
If the concern is about *how* the work is being done (behaviors, engagement, or communication)...
Ask yourself:
- What specific behaviors are inconsistent with expectations or norms?
- When and how often are these behaviors happening?
- How am I hearing about them (observation, reports from others, etc.)?
- What impact is this having on others, team culture, or outcomes?
- Is this new behavior, or something that’s been building over time?
Also consider:
- Could this be connected to burnout, stress, or personal challenges?
- Are there changes in the workplace that may be affecting the employee?
Performance Conversation Steps
1. Prepare and Set the Stage
- Write down key points you want to discuss using the SBI model (see next step).
- Frame the conversation as supportive, not punitive. Start with:
- “I’d like to share some feedback that I think could be helpful for your growth. Would it be alright if I discussed that with you?”
- “I want you to be successful in your role, and I observed something today that I think could get in the way of that. Can I share what I observed?”
2. Deliver the message using the SBI Model
- Situation – Be specific about when and where.
- Behavior – Describe observable actions, not interpretations.
- Impact – Explain the effect on you, the team, the work, or the organization.
Example:
“In yesterday’s meeting when we were assigning cases (Situation)… you said, ‘That’s not my job’ and didn’t volunteer to help (Behavior)… and this has happened in a few other recent meetings as well. It’s starting to make it difficult for us to reach consensus and it’s making it harder for us to move forward as a team (Impact).”
For a deeper understanding of the SBI model, you can read the article, Use Situation-Behavior-Impact (SBI) to Understand Intent from the Center for Creative Leadership.
3. Invite Dialogue
- “What are your thoughts on this?”
- “Were there challenges you were navigating that I might not be aware of?”
- “How do you think that response might have landed with others on the team?”
4. Close with Action and Support
- “Let’s agree on a couple of steps moving forward. What feels realistic to you?”
- “How about we check in on this again in a few weeks?”
- “I’m here to support you as you work on this—let’s keep the dialogue open.”
Examples and Scripts
A Full Conversation
“Thanks for taking a moment to chat. I want you to be successful in your role, and I’ve noticed something that’s been happening recently that could get in the way of that. Can I share what I’ve observed?”
Situation & Behavior: “Over the past three project meetings, including today’s, you interrupted colleagues while they were presenting their ideas.”
Impact: “This has made it difficult for others to feel heard and slowed down our ability to reach consensus as a team.”
“I’d love to get your take on this. Did you notice any reactions from the group?”
“Going forward, let’s work together to ensure everyone has space to contribute. Maybe we can agree on a facilitation approach that supports balanced participation.”
Dining Services
“During the lunch rush yesterday when the line was backed up… you walked away from the serving station without letting anyone know or making sure someone could cover. I’ve noticed this happening several times during peak hours, and it’s putting extra pressure on your teammates to manage without help.”
Lab Work
“This morning when we were preparing samples for the experiment… you skipped logging the solution batch number in the shared lab notebook. This has occurred a few times recently, and it’s increasing the risk of errors and making it harder for others to track or replicate the work.”
Student Services
“Earlier this week when we were responding to a student’s urgent email… you told them to call someone else without offering guidance or following up. We’ve seen this response style in several recent situations, and it’s leaving students feeling unsupported and causing confusion about where to get help.”
Clinic
“Yesterday afternoon when we had back-to-back patient check-ins… you said “I don’t have time to explain” to a patient who asked about their wait time. This has happened with a few patients over the past couple of weeks, and it risks leaving them feeling dismissed and reflecting poorly on our clinic.”
Hands-on Practice
You can practice and get feedback in these LinkedIn Learning role plays to build confidence before meeting with your employee.
- Addressing performance issues before they become problems
- Maximizing motivation through accountability and social interaction
- Handling resistance to coaching
- Addressing underperformance and accountability
- Helping an overwhelmed employee regain focus
- Addressing team collaboration issues
- So many more, browse all role play topics
Watch an example of a performance conversation
Coaching an employee with poor customer service performance
Partner with your HR representative
It's never too early!
When the informal steps above have not created the necessary change, it is the HR rep who will advise you on next steps.
For the HR rep to provide the best advice, they will need the following from you:
- Management Log/Documentation
- Details that might help explain their behavior
- Description of recent events
Keep a Management Log
A management log should include the following:
- Date
- What was Discussed
- Employee Response
Download a Management Log Template
Tips for documentation
- Stick to the facts. Don’t include judgements or opinions here (i.e. “I know he was lying.”)
- Keep it confidential by saving or keeping the log in a place with limited access.
- Include positive information/interactions and use the log when writing performance reviews.